Linking Pay-for-Performance System with Performance Improvement: the role of Fairness, Organizational Resources, and Leader/Managerial Engagement

2011 ◽  
Vol 16 (2) ◽  
pp. 49-69 ◽  
Author(s):  
Dong Chul Shim ◽  
Yong Soo Kwon ◽  
Hyun Hee Park ◽  
Sung Won Hwang
Keyword(s):  
Performance Improvement ◽  
Pay For Performance ◽  
Organizational Resources ◽  
Performance System

EXPRESS: The Role of Patient Satisfaction in Hospitals’ Medicare Reimbursements

2020 ◽  
pp. 074391562098472
Author(s):  
Lu Liu ◽  
Dinesh K. Gauri ◽  
Rupinder P. Jindal
Keyword(s):  
Patient Satisfaction ◽  
Pain Management ◽  
Hospital Care ◽  
Pay For Performance ◽  
Data Sources ◽  
Satisfaction Survey ◽  
The Us ◽  
Performance System ◽  
Diverse Data

Medicare uses a pay-for-performance program to reimburse hospitals. One of the key input measures in the performance formula is patient satisfaction with their hospital care. Physicians and hospitals, however, have raised concerns especially about questions related to patient satisfaction with pain management during hospitalization. They report feeling pressured to prescribe opioids to alleviate pain and boost satisfaction survey scores for higher reimbursements. This over-prescription of opioids has been cited as a cause of current opioid crisis in the US. Due to these concerns, Medicare stopped using pain management questions as inputs in its payment formula. We collected multi-year data from six diverse data sources, employed propensity score matching to obtain comparable groups, and estimated difference-in-difference models to show that, in fact, pain management was the only measure to improve in response to pay-for-performance system. No other input measure showed significant improvement. Thus, removing pain management from the formula may weaken the effectiveness of HVBP program at improving patient satisfaction, which is one of the key goals of the program. We suggest two divergent paths for Medicare to make the program more effective.

Efficiency of pay for performance program on the brazilian judiciary

2014 ◽  
Author(s):  
Luis Cláudio de Jesus-Silva ◽  
Antônio Luiz Marques ◽  
André Luiz Nunes Zogahib
Keyword(s):  
Performance Improvement ◽  
Pay For Performance ◽  
Field Research ◽  
The State ◽  
Quantitative Approach ◽  
The Internet ◽  
Court Of Justice ◽  
And Performance ◽  
Compensation Program ◽  
Structured Questionnaire

This article aims to examine the variable compensation program for performance implanted in the Brazilian Judiciary. For this purpose, a survey was conducted with the servers of the Court of Justice of the State of Roraima - Amazon - Brazil. The strategy consisted of field research with quantitative approach, with descriptive and explanatory research and conducting survey using a structured questionnaire, available through the INTERNET. The population surveyed, 37.79% is the sample. The results indicate the effectiveness of the program as a tool of motivation and performance improvement and also the need for some adjustments and improvements, especially on the perception of equity of the program and the distribution of rewards.

scholarly journals Sustainability-oriented cross-functional collaboration to manage trade-offs and interdependencies

2018 ◽  
Vol 54 (1) ◽  
pp. 3-17 ◽  
Author(s):  
Andrea Szalavetz
Keyword(s):  
Performance Improvement ◽  
Environmental Sustainability ◽  
Environmental Performance ◽  
Behavioral Outcomes ◽  
Real Life ◽  
Corporate Environmental Performance ◽  
Lack Of Information ◽  
Trade Offs ◽  
Corporate Environmental Sustainability

Abstract Despite a consensus view in the literature about the importance of cross-functional collaboration (CFC) for corporate environmental performance improvement, there is a dearth of studies that explain how exactly sustainability-oriented CFC can foster this objective. The purpose of this paper is to explain the role of CFC in corporate environmental performance improvement. We do this by undertaking two rounds of literature review, developing a proposition after the first round and by collecting illuminative real-life examples that illustrate our arguments in the second round. We propose and illustrate that CFC can effectively address two systemic properties of corporate environmental performance: trade-offs and interdependencies among different aspects of corporate environmental sustainability. If left unaddressed, these systemic specifics would result in organizational, managerial, and behavioral outcomes, such as inertia, opposition to change, lack of information, and so on, which would turn into effective barriers to corporate environmental performance improvement. put CFC addresses these barriers through information sharing, knowledge building, and interest reconciliation.

scholarly journals Achieving employee support during the COVID-19 pandemic – the role of relational and informational crisis communication in Austrian organizations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabine Einwiller ◽  
Christopher Ruppel ◽  
Julia Stranzl
Keyword(s):  
Crisis Communication ◽  
Online Survey ◽  
Internal Communication ◽  
Equation Modeling ◽  
Relational Communication ◽  
Job Engagement ◽  
Organizational Resources ◽  
Content Type ◽  
Organizational Crises

PurposeBased on social exchange theory, the study examines the influence of informational and relational internal communication on cognitive and affective responses and job engagement during organizational crises caused by the COVID-19 pandemic.Design/methodology/approachData were collected by means of an online survey among people working in organizations with a minimum of 10 employees (N = 1,033) and analyzed using structural equation modeling.FindingsResults show that informational and relational communication as organizational resources have a significant but distinct influence on how employees support their employer during the crisis. While informational communication influences employees' acceptance of managerial decisions, relational communication exerts most influence on affective commitment, which is the strongest driver of job engagement.Research limitations/implicationsThe cross-sectional design, specific crisis situation and geographic location are limitations of the study.Practical implicationsDelivering relevant information to employees quickly and reliably is important. Yet, relationship-oriented communication that demonstrates appreciation and allows for participation has even stronger effects on job engagement, which is essential to mastering challenges arising from a crisis.Social implicationsDuring the COVID-19 pandemic, organizations demanded much from their employees. In exchange, organizations should provide the resources information, status and love (Foa and Foa, 1980) by means of internal crisis communication.Originality/valueThe study demonstrates the role of different types of internal communication during organizational crises used to convey organizational resources, and it highlights the mediating role of acceptance and commitment to enhance employees' engagement at work.

scholarly journals Downward wage rigidity in American technology firms

2018 ◽  
Vol 15 (4-1) ◽  
pp. 181-190
Author(s):  
Xiaoying Chen ◽  
Jasmine Yur-Austin
Keyword(s):  
Corporate Governance ◽  
Pay For Performance ◽  
Business Leaders ◽  
Wage Rigidity ◽  
Venture Capitalists ◽  
Technology Firms ◽  
Corporate Governance Mechanisms ◽  
And Control ◽  
Dot Com

This study reviews the role of various corporate governance mechanisms to pay for performance in American technology firms. Compared to traditional business leaders, CEOs in technology firms possess stronger power for negotiating with shareholders; such power theoretically lowers the chance of interest conflicts between management and control but may increase CEOs’ wage rigidity during business downturns, especially in firms with poor corporate governance. We evaluate ownership structure; board composition; and the existence of independent compensation committees throughout the dot-com bubble and bubble-burst periods. We aim to examine during the business downturn period whether these CEOs cut their compensation effectively or exercise their negotiation power to protect their own benefit. Our empirical results provide strong evidence that given poor firm performance, CEOs with weak corporate governance negotiate higher cash-based pay rather than reduce their compensations. However, we find that venture capitalists play an important role in monitoring CEOs and revising compensation.

scholarly journals The Role of Stakeholders in Cultural Entrepreneurship Management

2016 ◽  
Vol 13 (1) ◽  
pp. 97-103
Author(s):  
Ieva Zemite
Keyword(s):  
Performance Improvement ◽  
Numerical Evaluation ◽  
Third Parties ◽  
Financial Resources ◽  
Media Arts ◽  
Cultural Management ◽  
Cooperation Partners ◽  
Cultural Entrepreneurship ◽  
Economic Use

Abstract The skills and knowledge of the owners and employees of cultural enterprises on economic use of financial resources do not guarantee valuable artistic results. Therefore, a substantiated question has arisen: how to evaluate management in enterprises with bad financial ratios and outstanding artistic indicators. The existing definitions of cultural management (Aageson, 2008; Hagoort, 2007; Klamer, 1999; Stam, 2006; Nordman, 2003) also do not provide precise suggestions for determining the most important indicators in the evaluation of cultural management. The question is how to evaluate management in cultural entrepreneurship by determining the most important indicators for a cultural enterprise’s performance improvement. In order to define the goal of the stakeholders’ (artists, clients, media, arts scholars, third parties providing funds, cooperation partners) engagement, it is necessary to analyse the area of an enterprise’s activities, and in what way and by what kind of activities it is possible to engage the stakeholders. During the course of empirical research, it is planned to disclose, analyse and interpret the subjective reasons of pursuit. Although a numerical evaluation of stakeholders was obtained during the research and data analysis performed by Spearman’s rho correlation calculations, the obtained results during the interpretation have not been generalised. The research results reveal the role of the cultural enterprise’s stakeholders’ engagement in the evaluation of management, point to the importance of the goals’ analysis as well as the analysis of each stakeholder’s engagement, and define the criteria for evaluating the activities in cultural entrepreneurship.

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